Category Archives: Campaign4Change

Government Digital Service sets an example on cloud

By Tony Collins

The Government Digital Service is putting its money where its mouth is. A leading public sector advocate of the cloud, GDS says that the first cloud hosting provider it is working with is Skyscape.

Mark O’Neill, Head of Service Delivery and Innovation at GDS, which is a team of innovators based at the Cabinet Office, writes that GDS is building GOV.UK, currently in beta at http://www.gov.uk.

“In the past, we might have looked at dedicated servers or possibly even our own rack in a datacentre somewhere. We would then have had to decide if we wanted to own the servers or if we should rent them some time to break out amortisation tables and spreadsheets.

“We would have to make sure that we were not locked in if we needed to move servers, so it would be necessary to negotiate break clauses in contracts; we would need to arrange access to server rooms for security accreditation; we would need to… well, the list goes on and on.

“The cloud has transformed all of this. Through the G-Cloud framework we are able to simply and rapidly buy highly reliable, highly cost-effective hosting services.

“Colleagues in GDS put together a statement of our requirements based on the experience we had gained during the alpha and the ongoing beta releases of GOV.UK and experience from the delivery of other major online services, both public and private sector.

“We then tested that statement of requirements against the list of suppliers on the G-Cloud framework. This allowed us to sift the number of potential providers down to four who met the statement of requirements.

“We then invited each of the suppliers in and used a consistent set of questions to explore their ability to meet our needs, their approach to operational service delivery and how they could provide flexible, scalable services through the cloud.

“To meet the needs of GOV.UK, we are planning to work with a number of different Infrastructure as a Service providers. We are happy to announce that the first cloud hosting provider we are working with is Skyscape.

“We have used G-Cloud previously for a number of small projects covering services like hosting and operations. We were very happy to discover that letting a major service contract for our flagship platform, GOV.UK, was equally straightforward and quick.

“Whilst the GOV.UK contract is the largest we have let so far, it is one of an increasing number we are letting through G-Cloud, which is now our standard way of procuring infrastructure services… If you have not used G-Cloud before then take a look, you will be pleasantly surprised. In the words of a song of my youth, ‘It was easy. It was cheap. Go and do it!'”

Introducing a new supplier – Skyscape

A “best friend” of Francis Maude joins Cabinet Office as COO

By Tony Collins

Troubleshooting Stephen Kelly, a “best friend” of Cabinet Office minister Francis Maude, is taking over as Chief Operating Officer of Government at the Cabinet Office. He also has Ian Watmore’s old job of head of the Cabinet Office’s Efficiency and Reform Group.

A profile of Kelly in the Daily Telegraph last year suggested he was a caricature of someone who was most likely to annoy civil servants. The Telegraph’s Louise Armitstead said Kelly had

“Longish hair, combed back with ‘product’, loud tie, edgy suit, transatlantic drawl – and the enthusiasm of an untrained golden retriever.”

He has a reputation for cheerfully taking on toxic projects and making them work. He has been in charge of the Coalition’s plan to mutualise parts of the public sector.

He was chief executive of Micro Focus, a small UK software company that he helped to turn around.

The Cabinet Office says Kelly will “enable the Government to go even further with its crucial efficiency and reform agenda and build on the £5.5bn of efficiency savings achieved last year”.

He led the successful delivery of MyCSP – the first ‘John Lewis-style’ mutual to spin out from central government. It administers pensions for the 1.5 million Civil Service Scheme members.

Cabinet Office Permanent Secretary, Richard Heaton, said, “Stephen is one of the most successful CEOs from the private sector and has already proven himself within Government.”

Maude said, “I’ve always said Government needs to function more like the best run businesses and this new appointment, which will strengthen the corporate centre at the heart of Whitehall, is another step towards meeting that goal.

“… We want to go much further in cutting waste, saving money and streamlining Whitehall.  Stephen brings expertise and charisma to this crucial role and I look forward to working with him…”

Chief Secretary to the Treasury, Danny Alexander, said Kelly will help to pioneer change in the public sector, “building on the significant progress already made in making Whitehall more efficient and helping to put Britain’s public finances back on track”.

The appointment was made following an external competition.

Comment

A good appointment but the best don’t stay long.

Probation officers are denied handhelds despite big national IT contracts

By Tony Collins

The  Ministry of Justice has been struggling with national IT contracts and suppliers for years.  Are things much better today?  

In 2009 the National Audit Office reported on a project that MP Richard Bacon said was a “checklist of what not to do in a government IT project”.

He was referring to the failure of the National Offender Management Information System – Nomis.

The Home Office launched the project – originally called C-Nomis – in 2004. The aim was to provide a single database of offenders to replace a range of legacy systems.

When the Ministry of Justice was formed in 2007, it took over the project from the Home Office and found that projected costs had risen from £234m to £690m.

The MoJ simplified the plan which was to link various systems on offenders, rather than have the data stored in one place.

Today the National Audit Office has published “Restructuring of the National Offender Management Service” which discloses that suppliers are still struggling with Nomis systems. Indeed the MoJ’s IT suppliers have come up with plans that civil servants found unrealistic, according to today’s NAO report.

The National Offender Management Service is an agency of the Ministry of Justice. It manages 117 public prisons,  the contracts for 14 private prisons, and 43,000 staff in prisons. It commissions and funds services from 35 probation trusts, which in turn oversee 235,000 offenders released into the community.

Says the NAO in today’s report:

“The Agency [National Offender Management Service] estimates the additional costs necessary to resolve defects in legacy information and communications technology projects will be in the region of £12m to £35m in 2012-13.

“In the summer of 2011, the Agency learnt that two of its suppliers were experiencing significant difficulties in meeting agreed delivery dates.

“Both a national case management platform for probation and a national offender risk assessment system, shared between prisons and probation, were in difficulty.

“The suppliers had not understood the complexity of the project requirements when they committed to fixed price contracts, and underestimated the difficulties of migrating data from legacy systems.

“Upon review, the Agency found that suppliers’ plans to resolve these issues were unrealistic.

“The Agency invited the Major Projects Authority to conduct a series of reviews in 2012 on probation information and communications technology projects. A review in April 2012 recognised the Agency’s positive progress throughout the year.

“However, the projects remained high risk and would continue to require a high degree of scrutiny. Problems persist in resolving the projects’ data migration and management information issues.

“These projects are part of the Agency’s National Offender Management Information System, which the NAO previously examined in a value-for-money report in 2009.”

The agency wants to cut IT costs as part of general efficiency savings. But the NAO report says that IT spending is going up. ICT and procurement costs in 2013/14 are projected to be £15m – and £24m the following year.

Probation officers tied to MoJ IT contracts

Probation officers find the MoJ’s IT particularly grim. The NAO found that probation trusts, although semi-autonomous, are tied to the MoJ’s national IT contracts, from which there is no escape.

 Says the NAO:

“… Most of the work of a probation officer is done out in the community, but probation officers must return to their offices to complete paperwork because of Information and Communications Technology restrictions, which trusts regard as an inefficient use of time…

“Probation officers are unable to use handheld devices to allow home working and lower travel costs.”

Comment:

When it was formed the MoJ was handed a chaotic concoction of IT  from the Home Office in 2007. Things seem to be little improved, judging by NAO reports.

That probation officers who spend most of their time in the community have to go back to the office to do their paperwork because of restrictive national IT contracts is  madness.

It is also odd that the MoJ asked the Cabinet Office’s Major Projects Authority to look, earlier this year, at probation service IT.

What about prison service IT, which is where most of the MoJ’s IT budget goes? Do departments pick and choose what projects they want investigated by the Major Projects Authority?

Anyone who says that central government IT works in the main and should not be tampered with should look at the Ministry of Justice’s IT and its national IT contracts.

Indeed there is still so much wrong with central government IT. Why is change happening so slowly?

NAO – Restructuring of the National Offender Management Service.

Report on C-Nomis – NAO website

Known mistakes repeated on £234m IT system for prisons

Why big government IT projects keep failing – public accounts MP

Failed £234m C-Nomis IT project – ministers not told the full truth

Offender IT is a spectacular failure  

C-Nomis a masterclass in sloppy project management

HMRC – you can change the people not the culture.

By Tony Collins

Years ago HMRC embraced openness by publishing minutes of its executive committee meetings.

Members of the monthly meetings of the HMRC “ExCom” [executive committee] include Lin Homer, the Chief Executive and Permanent Secretary, and CIO Phil Pavitt.  ExCom is the decision-making executive of HMRC.

The problem is that Excom minutes have been almost creatively uninformative. This is despite the cost to taxpayers of an ExCom meetings secretariat which provides support to the committee, co-ordinates papers and attends to take minutes.

Over the years the Excom members have changed of course, but the minutes from the start have parodied open government.

In its reporting what is said at Excom meetings, HMRC, it would appear, has rules based on a variation of BBC’s “Just a Minute”.  The title of the discussion can be mentioned as often as participants like but it’s against the rules to mention what HMRC does or decides.

In June Excom members discussed progress on RTI, HMRC’s highest-profile project, Real-Time Information, which is an essential part of Universal Credit.  This was recorded in the minutes under the heading RTI Overview … “The Committee went on to consider a range of elements…”  The minutes made no mention of any element.

This would be the ideal entry in HMRC Excom minutes:

6.2 Staff Survey

Excom members discussed the Staff Survey. The chairman and some members made remarks on the results. The discussion was wide-ranging and informative.  It included matters relating to risk and opportunities.  The results of the Staff Survey having been summarised, conclusions were reached, particularly on matters relating to HMRC, and proposals made for recommendations. A number of recommendations were agreed, some of which would be actioned shortly. Without any further discussion, and by a tacit mutual consent, members moved to the next item on the agenda.

Actual extracts from latest Excom minutes

Below are the first four items, taken from the latest Excomm minutes (the latest being 26 June 2012). I haven’t made these up.

If anyone reading these minutes is any the wiser about HMRC’s operations, and what recommendations have been agreed, please contact the department and let them know that a convention has been breached.

 Executive Committee summary minutes of meeting held on 26 June 2012

 Members:

Simon Bowles (Chair), Lin Homer, Dave Hartnett, Mike Falvey, Mike Eland, Stephen Banyard, Jim Harra, Phil Pavitt, Paul Gerrard (deputising for Craig Pemberton), Anthony Inglese.

 Attending:

Carol Bristow, Richard James, Stephen Hardwick, Will Cavendish (Cabinet Office Implementation Unit), Vicky Ranson (for item 2), Will Meehan (for item 3), Marie-Claire Uhart (for item 5), Janet Alexander (for item 6), John Atkinson (Secretariat).

Apologies: Craig Pemberton

1. Welcome

1.1 Simon Bowles opened the meeting and confirmed that Mike Falvey would be responsible for the meeting review and Stephen Hardwick would be responsible for drafting the key messages. He welcomed Paul Gerrard, who was deputising for Craig Pemberton. He also welcomed Will Cavendish, who was observing the meeting in the hub.

1.2 The minutes of the May 2012 meeting were agreed.

2. Risks to revenue raised

2.1 The Committee received a presentation on work aimed at increasing understanding of our 2011-12 performance and identifying the risks to the sustainability of this level of performance for the remainder of the SR period. They agreed to commission further work and to review the outcomes of this at their September 2012 meeting.

3. Performance hub

3.1 Following an overview of performance by the CFO, the relevant Directors General led a discussion around the hub visualisations on the following key aspects of current  performance – revenue raised, debt, tax credit error and fraud, contact centre performance, attendance management and employee engagement.

3.2 The Committee also discussed current causes for concern and risks related to departmental performance.

4. Causes for Celebration

4.1 The Committee reviewed the Causes for Celebration contained in the performance report.

My comment:

It’s a pity the Excom minutes are so defensive, even obfuscatory;  and it’s almost certainly because of HMRC’s culture and not the wish of members. Phil Pavitt is by any standard open and straightforward. He would probably change HMRC’s culture if he could. But could anybody?

Nothing astonishes men so much as common sense and plain dealing (Ralph Emerson). Clearly HMRC is in the business of astonishing nobody.

Self-congratulatory

There is something revealing in the minutes, however. Now and again detail infiltrates them – and it is self-congratulatory.

“The Committee reviewed the Causes for Celebration contained in the performance report.”

And on Real-Time Information …

“Stephen Banyard [An HMRC  Director General] opened the session by giving a summary of progress to date in this area and the positive feedback received from customers, rep bodies and trade press.”

So while HMRC is facing significant levels of fraud and error – the National Audit Office has qualified HMRC’s accounts for the last  12 years – the Excom board appears to be in search of every opportunity to slap itself on the back.

The Excom minutes at least have a dream-like quality to them.  Perhaps, like Christian in Bunyan’s Pilgrim’s Progress, the Excom Board members will overcome all the challenges and monsters and eventually reach the Celestial City. They may then wake up. Maybe.

Excom (and a link to its minutes).

Excom’s June 2012 minutes

Fujitsu on blacklist? Cabinet Office issues statement

By Tony Collins

The Cabinet Office has denied it is operating a blacklist of poorly-performing suppliers – but says that suppliers deemed high risk may find it “more difficult to secure new work with HMG”.

In its statements to Kable’s Government Computing, the Cabinet Office also made it clear that suppliers deemed high risk can redeem themselves.

“Mechanisms exist to remove suppliers from the High Risk classification when performance improves dramatically.”

This suggests that Fujitsu would no longer be deemed high risk if it settled its dispute with the government over the NPfIT. Fujitsu has been seeking £700m after the failure of its NPfIT contract. A settlement has proved elusive and the case may go to court.

The FT said on Tuesday that Fujitsu has “in essence” been blacklisted. Neither Fujitsu nor the Cabinet Office are denying that Fujitsu has been put in the high-risk classification.

A Cabinet Office spokesman told Government Computing:

“We cannot comment on the status of individual suppliers, but we are absolutely clear that this Government will not tolerate poor supplier performance.

“We want to strengthen our contract management by reporting on suppliers’ performance against criteria and sharing the information across Government. This means that information on a supplier’s performance will be available and taken into consideration at the start of and during the procurement process (pre-contract). Suppliers with poor performance may therefore find it more difficult to secure new work with HMG.

“This policy will include the identification of any high-risk suppliers so that performance issues are properly taken into account before any new contracts are given.

“High-risk classification is based on material performance concerns. Suppliers deemed high risk will be subject to particularly close scrutiny when awarding new work.

“Overall, this is simply good commercial practice and in line with how we are improving the way government does business and emulating the best of the private sector.”

The spokesman said that contract extensions are within scope of the poor-performance policy but will be tackled in a proportional way – depending on the overall cost of the contract, the relative cost of extending it, and how critical the extension is.

The high-risk classification “applies to strategic suppliers who do business across Government, and is not limited to any specific sector”. Frameworks are also included.

“Our performance policy will apply to central government departments, where we have direct control of spending,” said the spokesman. But it is still unclear what direct control the Cabinet Office has of departmental spending.

That said, the Cabinet Office announced in June spending controls on central government that “allow government to act strategically in a way it never could before”. It added that there were “strict controls on ICT expenditure”.

That means that large ICT contracts to be awarded by departments must go to the Cabinet Office for approval; and the Cabinet Office has introduced a single point of contact for major suppliers, which means that the performance of strategic suppliers will be viewed in the round.

In the past suppliers have been able to tell departments that were about to award contracts that rumours of alleged poor performance in other departments were incorrect.

Comment

While not a blacklist the high-risk classification seems a good idea. Francis Maude, the Cabinet Office minister, is sending a message to suppliers that if they take legal action against a department it could stop them getting business across Whitehall.

But he’s also saying in effect: settle and we’ll remove you from the high-risk list.

Is there a danger that the power could swing too much in the government’s favour, allowing departments to poorly manage contracts with impunity? Probably not. Suppliers will have to take the high-risk list into account when signing deals.

They know that, in the insurance industry for example, if they mess up one contract word will soon get around.

Poorly-performing suppliers risk being frozen out of Government business – Government Computing

Fujitsu banned from goovernment contracts?

Suffocating secrecy culture in public life – ex-DPP

By Tony Collins

Francis Maude and the Cabinet Office have made a little progress towards open government but it’s put into perspective by the fact that no progress reports are published on any of the government’s biggest IT projects including Universal Credit.

This morning on the BBC R4 Today programme Lord MacDonald, a Liberal Democrat peer and former Director of Public Prosecutions (2003-2008) – he was also head of the Crown Prosecution Service – spoke of the continuing culture of secrecy in British public life, which he called “absolutely suffocating”.

He was speaking about the wider implications of the Hillsborough Panel report yesterday. He said

 “I was in Whitehall for five years. The culture of secrecy in British political and public life is absolutely suffocating… The [Labour] Government brought in the Freedom of Information Act and that has made some difference but it’s not without interest that the prime minister at the time Mr Blair now describes that as one of his biggest mistakes.

“There still is a great attraction to the idea that only some people need to know about what is going on and others don’t… we have got to get away from this culture which is terribly old-fashioned and cannot co-exist with public confidence.”

He said that one of the lessons from Hillsborough was the inability of the state to be truthful about what had gone wrong.

“We have a tendency on the part of British public authorities to see themselves as apart from the public – a long-standing disease of secrecy in our public life and inadequate coroner’s system and a very deep and long-standing corruption in our police services – I don’t mean taking money – but in terms of a culture of deceit particularly when under attack; a culture of deceit that has been quite breathtaking in this case…”

Comment:

That culture of suffocating, almost tribal secrecy and deceit when things go wrong, flows from the trivial such as IT-based disasters to one of the most serious failures one can imagine – deaths caused at least in part by state incompetence.  What is to be done about that culture?

Lord MacDonald on BBC’s Today programme – 13 September 2012

Universal Credit – a chance to do things differently.

By Tony Collins

Comment

In his comment on the article “Is Univeral Credit really on track – the DWP hides the facts”  Nik Silver asks in essence: why shouldn’t progress reports by IBM and McKinsey on Universal Credit be kept between the parties and not made public?

He says that criticism is usually helpful if the two parties can speak frankly without external interference.

It’s a reasonable point – if you are judging the public sector by the private sector’s standards. A private company would not make public consultancy reports it has commissioned on the progress or otherwise of a particularly costly project. Why should it?

Private v public sector approaches on big projects

But if the project goes wrong the private sector board will be accountable for the loss of money, or opportunity, or both. A private company’s board cares about a failed project because it cares about the bottom line.  If there is cogent criticism in a consultancy report, it will ignore that criticism at its peril.

Those standards don’t always apply in the public sector. There is no bottom line to worry about, no individual responsibility. What matters is reputation. We have seen too many public sector failed projects where the desire to maintain face, politically and internally, distorts the truth on projects.

Several ministers were proclaiming the £11bn NHS IT plan, the NPfIT, to be a success while it was going disastrously wrong. On the Rural Payment Agency’s IT-based Single Payment Scheme Parliament discovered that bad news was covered up. Ministers Lord Bach and Lord Whitty said they were misled by their officials.

When the truth financially came out it was too late to turn around the project cheaply and easily. The Environment, Food and Rural Affairs Committee said that if such a failure had happened at a major plc, the board would have faced dismissal.

Cover up when a project goes wrong also happens in the private sector. But case studies indicate that when a private sector board finds out it has been lied to, it does its utmost to put things right. The bottom line is the motivation.

In the public sector it sometimes happens that nothing is done to put serious problems right because there is no acceptance there are any serious problems. Nobody is allowed to accept internally that things are going wrong. A state of unreality exists. Some know the project is doomed.  Some at the top think it’s on track. The truth in the consultancy reports remains hidden, even internally. [The DWP couldn’t find the IBM and McKinsey reports when we first asked for them.]

Like Nik Silver, we would like Universal Credit to succeed. We are not sure it will, because the truth is not coming out. Unless serious problems are admitted they cannot be tackled.

Public sector

In the public sector a disaster does not usually become apparent until things are so bad the seriousness of the problems cannot be denied. It may be that Universal Credit will be a success if it is delayed or changed substantially in scope. That won’t be possible without reports such as IBM’s and McKinsey’s being published.  In the meantime Iain Duncan Smith, the Work and Pensions Secretary, will  continue to be given papers showing that all is well.  If the IBM and McKinsey reports are published now, and they contain some serious high-level criticisms, perhaps impinging on policy and excessive complexity, the ills may be cured or at least tackled. If these and other progress reports are made public now the corrigible criticisms could create a political climate to address those ills.

At present Universal Credit looks like so many IT-based change programmes of the past.  One side says the project is becoming a disaster and the other side says all is well.  The truth I am sure is that some things look good and some things bad. The bad probably won’t be addressed unless Parliament, together with all those who have a professional interest in the project – and the public – know about it.

The way of the past is to keep everything hushed up until it’s too late. Now there’s a chance to do things differently.

Is Universal Credit really on track? – The DWP hides the facts.

Nik Silver’s website

Was Police National Computer misused to impugn reputations of Hillsborough dead?

By Tony Collins

Today’s Independent Panel report into the Hillsborough tragedy says that the Police National Computer was accessed – possibly unlawfully –  to collect information on some of the 96 men, women and children who died because of events on 15 April 1989.

The report says that a  solicitor involved in the Hillsborough inquests disclosed a document to the Panel showing that criminal record checks were conducted selectively on some of the deceased who had recorded blood alcohol levels.

To protect the privacy of the deceased the Panel decided not to make public the document. Instead it described the process through which an attempt was made to establish links between blood alcohol levels and previous criminal convictions.

The Panel’s report says the document indicates that a Police National Computer (PNC) check was conducted on all who died at Hillsborough for whom a blood alcohol reading above zero was recorded. Says the Panel’s report:

“It [the document] includes a handwritten list of the names, dates of birth, blood alcohol readings and home addresses of 51 of the deceased and provides screen-prints apparently drawn from the PNC.

“A summary of the results appears on the front page, establishing the number ‘with cons’ (convictions)…

“There is no record of who conducted the checks or precisely when the checks occurred. The National Policing Improvement Agency, the organisation responsible for the PNC, confirmed to the Panel that information has not been retained within the PNC.

“It is the Panel’s view that criminal record checks were carried out on those of the deceased with recorded blood alcohol levels in an attempt to impugn personal reputations.

“There is, however, no evidence to suggest that this inappropriate – and possibly unlawful – exercise was used in the investigations, inquiries or inquests.”

Hillsborough report

Is Universal Credit really on track? The DWP hides the facts.

By Tony Collins

The Department for Work and Pensions has told Campaign4Change that consultancy reports it commissioned on Universal Credit would, if disclosed under FOI, cause “inappropriate concern”.

Who’s to say the concern would be inappropriate?

At the weekend a spokesman for the Department for Work and Pensions told the BBC: “Liam Byrne (Shadow Work and Pensions Secretary) is quite simply wrong. Universal Credit is on track and on budget. To suggest anything else is incorrect.”

But the DWP has decided not to disclose reports by consultants IBM and McKinsey that could throw light on whether the department is telling the truth. Though the reports cost taxpayers nearly £400,000, the public has no right to see them.

The DWP told us: “Disclosure [under FOI] would … give the general public an unbalanced understanding of the [Universal Credit] Programme and potentially undermine policy outcomes, cause inappropriate concern (which in turn would need to be managed) and damage progress to the detriment of the Government’s key welfare reform and the wider UK economy.”

Comment

In refusing to publish the costly reports from IBM and McKinsey the Department for Work and Pensions makes the  assumption that the Universal Credit IT programme will be better off without disclosure. But does the  DWP know what is best for the Universal Credit project?  Is the DWP’s own record on project delivery exemplary? Some possible answers:

–  The DWP has a history of big IT project failures, some of which pre-date the “Operational Strategy” project in the 1980s to computerise benefit systems. MPs were told the Operational Strategy, as it was called, would cost about £70om; it cost at least £2.6bn.  Today, decades later, the DWP still has separate benefit systems and relies on “VME” mainframe software that dates back decades.

– NAO reports regularly criticise the DWP’s management of projects, programmes or  suppliers. One of the latest NAO reports on the DWP was about its poor management of a contract with Atos , which does fit-to-work medical assessments.

– The DWP hasn’t broken with tradition on the awarding of megadeals to the same familiar names. Though Universal Credit is said to be based, in part, on agile principles, Accenture and IBM are largely in control of the scheme and the department continues to award big contracts to a small number of large companies. HP, Accenture, IBM and Capgemini are safe in the DWP’s hands.

–  The NAO has qualified the accounts of the DWP for 23 years in a row because of “material” levels of fraud and error.

So is the DWP in an authoritative position to say that the taxpayer and the Universal Credit IT project are better off without disclosure of consultancy reports when the DWP has never done it differently; in other words it has never disclosed its consultancy reports?

Can we trust what DWP says?

Without those reports being put in the public domain can we trust what the DWP says on the success so far of the Universal Credit programme?

Unfortunately departments cannot always be trusted to tell the truth to the media, or Parliament, on the state of major projects.

In 2006 the then health minister Liam Byrne praised the progress of the NHS National Programme for IT, NPfIT. He told the House of Commons that the NPfIT had delivered new systems to thousands of locations in the NHS. “Progress is within budget, ahead of schedule in some areas and, in the context of a 10-year programme, broadly on track in others.”

That was incorrect. But it was what the Department of Health wanted to tell Parliament.

Now it is the DWP that is praising Universal Credit and it is Liam Byrne criticising the programme. This time Byrne may have a point. The problem is we don’t know; the DWP may or may not be telling the truth – even to its Work and Pensions Secretary Iain Duncan Smith.

It would not be the first time ministers were kept in the dark about the real state of big IT projects: ministers were among the last to know when the Rural Payment Agency’s Single Payment Scheme went awry.

And while the NPfIT was going disastrously wrong, progress on the programme was being praised by ministers who included Caroline Flint, Lord Hunt, Lord Warner, John Reid, Andy Burnham, Ivan Lewis and several others. Even a current minister, Simon Burns, gave Parliament a positive story on the NPfIT while the programme was dying.

So while DWP spokespeople and Iain Duncan Smith praise the Universal Credit IT programme can anyone trust what they say? Though Duncan Smith sits on an important DWP steering group on Universal Credit, does he know enough to know whether he is telling the truth when he says the programme is on track and on budget?

At arm’s length to ministers, officialdom owns and controls the facts on the state of all of the government’s biggest projects – and the facts on Universal Credit’s IT programme will continue to stay in locked cupboards unless the Information Commissioner rules otherwise, and even then the DWP will doubtless put up a fight against disclosure.

The IBM and McKinsey reports were so well hidden by the DWP that, for a time, it didn’t know it had them.

The DWP gave the reasons below for rejecting our appeal against the decision not to publish. The DWP’s arguments against publishing the reports on Universal Credit are the same ones that, hundreds of years ago, were used to ban the publication of Parliamentary proceedings: that reporting would affect the candour of what needed to be said. That proved to be nonsense.

By hiding the reports the DWP gives the impression it doesn’t want the truth about Universal Credit to come out – leaving the department and Iain Duncan Smith free to continue saying that the scheme is on track. Indeed Duncan Smith said yesterday that he “has nothing to hide here”. That is evidently not true.

The reports we’d requested were:

– Universal Credit end-to-end technical review” (IBM – cost £49240).
– Universal Credit delivery model assessment phases one and two. ( McKinsey and Partners – cost £350,000).

DWP’s letter to us:

7 September 2012
Dear Mr Collins,

…You asked for a copy of the Universal Credit Delivery Model Assessment Phase 1 and 2, and the Universal Credit End to End Technical Review.

I am writing to advise you that the Department has decided not to disclose the information you requested.

The department has conducted an internal review and the information you requested is being withheld as it falls under the exemptions at section 35(1)(a) and (formulation of Government policy) and Section 36 (2) (b) and (c) (prejudice to the effective conduct of public affairs) of the Freedom of Information Act. These exemptions require the public interest for and against disclosure to be balanced.

These reports from external consultants discuss the merits or drawbacks of the UC delivery model and an assessment of whether the IT architecture is fit for purpose. This must be candid otherwise; the Department and the taxpayer will not secure value for money. Such reports can therefore be negative by nature in their outlook.

The Department considers that premature disclosure of these reports could lead to future consultants’ reports being less frank. In addition, there is a risk that this may lead to an absence of a recorded audit trail of the more candid elements. This is not in the public interest. Similarly, key staff selected to be interviewed by consultants are likely to be inhibited if they think their candour is likely to be recorded and released.

It is vital that the Department’s ability effectively to identify, assess and manage its key risks to delivery is not compromised. The willingness of senior managers to fully engage in a timely manner and support consultants assessment and assurance of key IT projects in an unrestrained, frank and candid way is vital to the effectiveness of the process.

Disclosure would also give the general public an unbalanced understanding of the Programme and potentially undermine policy outcomes, cause inappropriate concern (which in turn would need to be managed) and damage progress to the detriment of the Government’s key welfare reform and the wider UK economy.

While we recognise that the publication of the information requested could provide an independent assessment of the key issues and risks, we have to balance this against the fact that these reports includes details of ongoing policy formulation and sensitive information the publication of which would be likely to prejudice the effective conduct of public affairs.

The Department periodically publishes information about the introduction of Universal Credit, and this can be found on the Departments website here http://www.dwp.gov.uk/policy/welfare-reform/universal-credit/

Yours sincerely
Ethna Harnett

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Reformer Francis Maude to stay despite reshuffle

By Tony Collins

Updated

The job of Francis Maude as Cabinet Office minister in charge of IT and other reforms of central government is safe, which could be  bad news for some senior departmental officials and their permanent secretaries.

Though his power is circumscribed by the way government works, Maude still represents the greatest threat to the equanimity of departmental officialdom in living memory.  The threat is in part because Maude has been in office too long to be beguiled.

The Telegraph reported on 31 August Maude’s recognition that some officials are trying to undermine his authority.   “He [Maude] said that at a recent meeting between officials from his office and those from another department, the permanent secretary claimed that it would be difficult to achieve an outcome because ‘your minister … doesn’t get on with my secretary of state’.

“This was untrue and ‘designed to give a signal to all the officials in the room that they needn’t bother about what Francis Maude wanted’, he said.

There was press speculation in July  that Maude would exit the government in a reshuffle, largely because of the “jerry cans” affair. But he is to stay. The reforms of central government, limited though they are, will therefore continue, in part because Maude, in the changes he wants to make, has the ear of Cameron.

Channel 4’s Gary Gibbon reports on his blog that, in the reshuffle, civil servants have their eyes on one minister in particular: Francis Maude, who’s “been at the head of some pretty challenging and unpopular reforms of the senior civil service”.

Gibbon quotes an unnamed civil servant as saying: “We don’t mind where he goes, we just want him to have a new job.”

Comment

We’re pleased Maude is staying. Without him any needed change in government IT,  for example reducing the over-reliance on a small number of high-priced systems integrators, will be all but impossible.

Francis Maude to stay.